About H2M

I became a registered nurse in 2006. I was proud to join the profession — nursing is one of the largest, most essential workforces in American healthcare. But I quickly noticed something that didn't sit right with me. The nurses doing the work were rarely the ones capturing the value of it. The structure of the profession routed compensation, scheduling, and decision-making upward, away from the people at the bedside. The talent was real. The respect for that talent was not.

That observation has shaped everything I've done since.

My first instinct was structural. I imagined a nursing group that contracted with hospitals as a unit — nurses setting their own rates, choosing their own assignments, capturing the economic value of their own labor instead of letting it accrue to staffing agencies and administrators. The idea didn't fully materialize as a business, but the principle stayed with me: the people providing the care should own the economic upside of providing it.

Years later, as a Psychiatric Mental Health Nurse Practitioner, I watched the same pattern repeat itself in telehealth. Nurse practitioners — clinically capable, board-certified, doing the hard work of patient care — were producing real revenue on platforms owned by someone else. The platforms thrived. The NPs collected a fraction.

It wasn't because NPs lacked ambition. Every NP I knew left school wanting two things: a fair income and the ability to deliver evidence-based, patient-centered care on their own terms. What stopped them wasn't a lack of will. It was a wall of barriers.

In states that require a collaborating physician, the relationship is gatekept by companies charging steep monthly fees. Insurance contracting takes three to six months, so NPs feel forced onto platforms that promise faster in-network status — at the cost of a meaningful percentage of every visit. Overhead is expensive. Marketing is its own discipline. And no NP graduates with a business education sufficient to navigate any of it. The result is that talented practitioners stay dependent on infrastructure designed to extract from them.

H2M was created to interrupt that pattern.

If you're a nurse practitioner who has felt the gap between what you're capable of and what your current setup allows, this is for you.

H2M was built around a simple principle: reduce your cost of building a practice, and teach you how to do the work yourself so you don't stay dependent on us — or anyone else.

That means a collaborating provider relationship at a fraction of the typical industry cost, when your state requires one. It means a website and marketing infrastructure built specifically for your practice, so you can attract your own patients instead of renting access to someone else's. It means preceptorship for NP students, and education for new NPs who need to understand the business side of practice ownership. And it means a path to start earning income now — through our partner practice, Heard and Healed Mental Health — while you learn what running a telehealth practice actually looks like.

Some NPs join Heard and Healed first. They see patients, build clinical confidence, learn the operational side of telehealth, and earn while they learn. When they're ready, they graduate into their own practice — with H2M's support behind them.

Others come to H2M ready to build from day one. For them, we offer direct consulting: guidance through contracting, infrastructure, marketing, and the business decisions that determine whether a new telehealth practice survives its first year. The goal is the same in either case — a practice you own, with income that reflects the care you provide.

H2M is not a platform that wants to keep you. It is a bridge designed to be crossed. Our success is measured by yours: NPs who started with us and ended up with their own thriving telehealth practices, their own patient relationships, and the income they came into this profession to earn.

That is what we set out to build. That is what we hope to provide.